may, 2004william (bill) myers1 agile methodologies and chaos revisited william (bill) myers cinergy...
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May, 2004 William (Bill) Myers 1
Agile Methodologiesand
Chaos RevisitedWilliam (Bill) Myers
Cinergy Corporation
Information Builders Summit 2004 User Conference
May 2004
* The statements and opinions herein are those of the individual author. They are provided for informational purposes only and should not be relied upon for decision making.
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May, 2004 Page 2 William (Bill) Myers
Introduction• Audience & Flow
• Agile Methodologies • Philosophy & Methods
– Management & Coding
• General Agile reporting• Questions
– Follow-up questions at end
• Appendix • Links • Additional Details / starts at References slide• Additional points
• Supplemental Handout
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May, 2004 Page 3 William (Bill) Myers
What is Agility
• Ability to adapt • to Changing circumstances• to Changing requirements
• Impact• Improves business climate• Provides competitive edge• Quick gratification
» Customers & Developers» Faster Return on Investment
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May, 2004 Page 4 William (Bill) Myers
Point of View - Concerning Risk
• Traditional Methods• Risks for IT
– Errors– Delivery on budget, on time, on scope
• Business risks generally ignored
• Agile Methods• Business risks
– Competitive timeliness– Effectiveness / the right thing
• IT risks– Errors– Budget, time, scope
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May, 2004 Page 5 William (Bill) Myers
Agile Methodologies / Perspective
• How to Decide
• Relationships & Responsibilities
• 80 / 20 rule• Feature driven• Customer stories• Baseline high level• Emerge/Converge
• Reduce reporting risks
Note: Crystal Methodology IS NOT RELATED to the reporting product
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May, 2004 Page 6 William (Bill) Myers
What is Agile Development?• Set of policies and conventions
• Controls risk• Puts project into safety zone
• Agile Methodologies• Changing environments • Philosophies
– Products, Personal relationships, Timing, Documentation
• Methods– Approach & Principles– Project management– Programming – low level practices
• Traditional Methodologies• Rigid, known environments• Static processes• Structured Methods
– Waterfall project management & clones
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May, 2004 Page 7 William (Bill) Myers
Agile Philosophieshttp://www.agilealliance.org
• Agile Manifesto– Individuals and interactions
– over processes and tools
– Working software– over comprehensive documentation
– Customer collaboration– over contract negotiation
– Responding to change – over following a plan
Quote from consortium: “While there is value in the items on the right (sub-topics above), we value the items on the left (major topics) more”.
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May, 2004 Page 8 William (Bill) Myers
General Agile Principles• Deliver something useful to customer
• Nothing counts until you deliver software
• Deliver frequently• Four to eight weeks
• Encourage collaboration• “Active customer involvement is imperative!” – find a champion• Daily meetings – very short
• Provide technical excellence• Rely on the skills of your people• Do the simplest thing possible
• Balance flexibility and structure• Self-correcting teams
• Don’t let people suffer• Install when business needs it & technically feasible
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May, 2004 Page 9 William (Bill) Myers
Agile Manifesto - Highlights
• Nothing counts until you deliver software• Deliver every four to eight weeks• Direct contact - customers & developers• Daily contact and communication• Let champions drive projects • Maintain a constant pace• Agile processes enhance quality• Teams self-correct• Never forget the goal - software
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May, 2004 Page 10 William (Bill) Myers
Adaptability ScaleRemember Sarbanes-Oxley
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May, 2004 Page 11 William (Bill) Myers
Project Management Styles• Command & Control
• Defined process• Plan what you expect – make predictions• Enforce the predictions• “Change Control”
– to manage change
• Leadership – Collaboration• Empirical process• Start with a plan• Change plan frequently• Inspection & Adaptation
– To control change
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May, 2004 Page 12 William (Bill) Myers
Waterfall Methodsand clones
• Process• Sequential• Analysis, design, construct, test, implement• Rigid• Paper intensive• Good with 1960’s mainframes with cards
• When Useful• Known processes
– Hardware & vendor software upgrades
• Little creativity required
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May, 2004 Page 13 William (Bill) Myers
Many Agile Methods • What methodology to use ?
• Crystal & Crystal Light ( helps with decision )
• Project management• Scrum ( broadest, variable end-point )• DSDM Model ( construction oriented )• Lean Development (domain, 80/20 approach )• Feature-Driven Development - FDD (most structured)• Adaptive• Extreme Programming – XP
• Programming oriented• Extreme Programming - XP
» Customer Stories, programs, working conditions
• Agile reporting ( core & option )
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May, 2004 Page 14 William (Bill) Myers
Agile Methodologies• Agile Software Development Ecosystems
• Reference book & web site• by Jim Highsmith• http://www.jimhighsmith.com
• Tom DeMarco: • Agility: 1• everything else: 0
• Numerous books• Highlights only
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May, 2004 Page 15 William (Bill) Myers
Observations - Agile Conference• Easy to go wrong
• Mis-interpretation, mis-implementation, missed point
• No silver bullet• One size does not fit all
• Beware too much documentation• Offload legal requirements from developers
• Always “on time, on scope, on budget”• Leads to mediocrity ( no risks taken )
• Cultural change• from - military Command & Control• to – cooperative Leadership & Collaboration
• Productivity leaps• 77 function points / month when industry average 2 pts / mo • WebFocus fits agile development very well
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May, 2004 Page 16 William (Bill) Myers
Reasons for Failure• One Size Methodology Fits All• Intolerant Methodology• Embellished
• Do frivolous tasks• Ignore necessary tasks
• Heavy• Untried• Tried Once
• Limited applicability• Champion
• Failure to Tune• Distractions
• Dates can’t be met
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May, 2004 Page 17 William (Bill) Myers
Crystal Methodology – Theory
( NOT RELATED to Crystal Reporting )
• Self-adapting "shrink-to-fit," software development methodologies
• Different set of policies & conventions for each project• Projects are sensitive to people issues • Crystal is people-centric
– other methodologies may be: » process-centric» architecture-centric» tool-centric
• Keys• Communication intensive
– Masses of paper do not improve communication• Experiment based • Requires feedback loops
• Theory of Methodologies
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May, 2004 Page 18 William (Bill) Myers
Crystal – Communication
• Effectiveness of different methods
• Courtesy of Alistair Cockburn • http://alistair.cockburn.us/crystal/articles/cpanfocisd/characterizingpeopleasnonlinear.html
People are Non-Linear
First-Order Components in Software Development
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May, 2004 Page 19 William (Bill) Myers
Crystal - Model• Model
• Risk to end-user, Size, Complexity– Tables present questions to ask
» To establish processes & controls» When to change
• Weight is costly– Heavy methods for large teams– More ceremony for critical deliverables– Avoid frivolous tasks– Efficiency is expendable
» Non-bottleneck activities & Rarely used items
• Crystal Methodologies• Reference books & web site• Alistair Cockburn – Author• http://alistair.cockburn.us/crystal
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May, 2004 Page 20 William (Bill) Myers
SCRUM• Principles
• Do the right thing (from customer’s view)• Deal with reality, not artifacts or fixed plans• Short iterations
– Usually four weeks– Be prepared to implement at the end of an iteration
• Allow changes• Keep everything visible
– Concentrate on time remaining - not time spent
• Highlights and pinpoints responsibilities• Self organization
– Creates sense of obligation and teamwork– Extensive collaboration– Changes role of Project Leader
» Certification available
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May, 2004 Page 21 William (Bill) Myers
SCRUM• Broad application
• Iterative, lightweight project management method• Software AND non-software projects• Based on manufacturing Process Control theory
• Adaptable – Can be implemented
• Beginning of a project• Middle of a project• Product development effort that is in trouble
• More information• Ken Schwaber and Mike Beedle • http://www.controlchaos.com/
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May, 2004 Page 22 William (Bill) Myers
SCRUM – Concepts
Courtesy of Ken Schwaberhttp://www.controlchaos.com/Scrumo.htm
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May, 2004 Page 23 William (Bill) Myers
SCRUM• Full visibility
• Priority list• Items in development cycle ( sprint )• Short, daily meetings ( 15 minutes )• Work hours remaining in sprint• Assignments, who & what
• Responsibility & Authority• Anyone can add to priority list• Business manages priorities• Developers determine what can be done• Project Leader removes impediments
• Removes developers from politics
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May, 2004 Page 24 William (Bill) Myers
SCRUM - Impact• Backlog
• Scope Creep – no such thing• No request ever lost
» It may never get a high enough priority
• Business owner only one who can remove it
• Return on Investment• Install option available
– Software completed to date available / immediate return
• Option to stop– Save development costs
• Perfect for fixed price projects– Reorder deliverables list – no cost– Substitute deliverables with equal effort – no cost– “Stop Development” clause easy to apply– Big competitive advantage
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May, 2004 Page 25 William (Bill) Myers
Scrum - Definitions• Product Backlog
• Prioritized list of items» Business Product Owner – sets priorities» List of Functional requirements,
Nonfunctional requirements, Issues» Contains preliminary estimate» Changes constantly» Items in a sprint: locked down
• Time-box• Period of time that can not be exceeded
• Sprint• Time-box of 30 days• Sprint backlog defines delivery list
» Product item» Internal support item (i.e. database, system doc)» Work remaining & burndown graph
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May, 2004 Page 26 William (Bill) Myers
Scrum - Players• Scrum
• Product Owner» Adds items to product backlog list» Set priorities
• Team» Determines sprint list» Develops software
• Stakeholder» Funded project, will use it, affected by it» Requests enhancements
• ScrumMaster» Responsible for Scrum process» Removes impediments
• Other interested parties• IT Management
» Manpower allocation» Budgets & Billing
• Senior Business Management» Best use of corporate resources
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May, 2004 Page 27 William (Bill) Myers
Scrum - Milestones
• Sprint Planning meeting ( two 4 hour segments )» Product owner & Team: identifies backlog items to be
delivered in 30 day sprint / Team commits» Team plans details in Sprint Backlog
• Daily Scrum Meeting ( 15 minutes )» Team: Review prior day, identify impediments, plan day
• Sprint Review Meeting ( 4 hours )» Team: demonstrates completed functionality
- to Product Owner and other interested parties
• Sprint Retrospective meeting ( 3 hours )» Team: how to improve next sprint or
make more enjoyable
Sprint PlanningMeeting
( 8 Hours )
Sprint( 30 cal days )
Sprint ReviewMeeting
( 4 hours )Daily Scrum
Meeting( 15 minutes )
SprintRetrospective
Meeting( 3 hours )
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May, 2004 Page 28 William (Bill) Myers
SCRUM: database - goals• Software development
• Collect new requests• Manage product backlog• Manage Scrum process• Reduce administrative load on developers
» Reduce or eliminate most status reporting needs
• Support Management• Provide data for manpower planning• Provide status to everyone
» Priority in queue» Currently being worked on» Remaining effort
• Provide historical information» Time tracking mechanism for billing» Answer “What did you do for us last year”
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May, 2004 Page 29 William (Bill) Myers
SCRUM – Process FlowSCRUM
Bu
sine
ssP
rod
uct
Ow
ner
De
velo
pm
en
tT
ea
mA
ppl
icat
ion
Re
po
rts
Use
r
Request newfeature
Accept orRejectrequest
ProcessResponse
Request
via Web Page
e-Mailresult
Backlog
Result
Makehigh levelestimate
PrioritizeBacklog
e-Mail notification
Estimate
Sprint List
Determine whatcan be done
by priority(Team Commits)
Commitsbusinessresources
PlanningMeeting
Hours Workremaining
Chargeback
Daily SCRUM Meeting:
1. Completed yesterday2. To complete today3 Impediments
Log time forbilling only
DemonstrateResults
Daily
Putinto
Production?
Put intoProduction
Yes
Status Change
ProjectedManpower
Needs
StatusReports
InvoicedHours
CurrentAssignments
Work inProcess
DeliveredProducts
Priorities
RetrospectiveMeeting
REPORTS:
Timely - reports always show current status, but can show historical strips Agile - reports are self-building, self-summarizing, include many filters Visible - only a confidential project would be hidden
Backlog Planning Sprint Demonstration
Accepted
William W Myers - June 2004
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May, 2004 Page 30 William (Bill) Myers
SCRUM – Database ModelProjects
Project_ID
Comments
Comment_ID
RequestFromUser
UserReq_ID
Features
Feature_ID
Assignments
Project_IDPerson_IDFeature_ID
ProjectTeam
Project_IDPerson_ID
People
Person_ID
ProjectManagement
ProjMgt_ID
HoursCharged
Charge_ID_IDPerson_IDSource
ModuleSprint
Module_IDSprint_ID
ProductionModule
Module_ID
Sprints
Sprint_ID
SprintFeatures
Sprint_IDFeature_ID
Sprint_to_Feature
Comment_IDFeature_ID
ProjectType
ProjectType
SCRUMDatabase
Model
William W Myers - June 2004
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May, 2004 Page 31 William (Bill) Myers
SCRUM: demo app – Priority Page
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May, 2004 Page 32 William (Bill) Myers
DSDM Model
• Principles• Iterative & incremental development• Changes during development are reversible• Requirements baselined at high level
– Minimum details to continue
• Testing throughout lifecycle– Developers AND business users
• More Information• Developed in UK• Grew out of RAD approach• http://www.dsdm.org/
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May, 2004 Page 33 William (Bill) Myers
Lean Development Model• Most strategic oriented of Agile methods• Principles
• Domain instead of point solutions• 80% today better than 100% tomorrow• Everything is changeable• Minimal is essential• Needs determine the technology• Best value for money
• More information• http://www.poppendieck.com/• http://www.leanconstruction.org/
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May, 2004 Page 34 William (Bill) Myers
Adaptive Software Model• Software development
• Complex adaptive system• Like stock market or flock of birds• Circumstances generate emergent capabilities
» Total skills exceeds sum of parts » Only emergent capabilities tames complexity
• Software organizations:Must create the proper circumstancesfor emergenceof superior capabilities
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May, 2004 Page 35 William (Bill) Myers
Adaptive Software Model
• Principles– Leadership – Collaboration
– Speculate, collaborate, learn– Drop militaristic Command and Control (stifles emergence)
– Cycle through phases many times, converging– Tasks not listed in plan– Components at end of plan are listed– Mission directed, feature driven, iterative
time boxed, risk driven, change tolerant
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May, 2004 Page 36 William (Bill) Myers
Feature-Driven Development (FDD)
• Process– One-time
– Quick, high value, low dollar
• Develop overall domain model• Build feature list• Plan by feature
– Iterative• Design by feature• Two week cycles building components
• More information• http://www.featuredrivendevelopment.com/• http://www.nebulon.com/fdd/
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May, 2004 Page 37 William (Bill) Myers
Extreme Programming - XP• Project management
• Collect customer stories• Estimate & prioritize• Small iterative development cycles
• Development• Test-first development
» Write test cases before coding• Collective code ownership• Refactoring• Pair programming• Daily standup meetings
• Many processes & rules• More information
• http://www.extremeprogramming.org• http://www.objectmentor.com/home
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May, 2004 Page 38 William (Bill) Myers
Agile - Review• Positives
• Software delivered• No death marches
• Dangers• Process itself becomes the goal• Placebo effect• Key point is missed
• SCRUM• Immediately useful• Becoming broadly popular
» Classes around the world» Hundreds certified
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May, 2004 Page 39 William (Bill) Myers
Reporting Population
• Super User » Technical skills » Understands their piece of the data» May be tactical or strategic
• Strategic User » Executive or analyst» Needs highly summarized and graphed snapshots» Limited technical skills
• Tactical User» Needs up-to-minute detailed data to do their job» Limited technical skills
Super-Users(ad-hoc)
Strategic Users( historical cubes )
Tactical Users(core & options )
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May, 2004 Page 40 William (Bill) Myers
Normal Report Development Process
• Demand that customer predict the future• Forecast list of needed reports• Requires visualization / no data available• Data may support 20,000,000 variations
• Design signoff in blood• Early code freeze
• Rigid Change Control• More signoffs
• Complain about scope creep• Accuse users of changing their mind
• List all changes as bugs• Falsely implies a defective product Requirements List
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May, 2004 Page 41 William (Bill) Myers
Agile Reporting• Bounded Chaos
• Random actions inside of the boundary
• Self Building• Developer builds 90%• User checks options• Program finishes writing itself• Program creates report
• Broad Scope• Can replace millions of fixed reports• Requirements can be hazy up front
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May, 2004 Page 42 William (Bill) Myers
Agile Reporting - Definitions• Report (definition)
• Any output where user can not change data in database• More than printer
• Core & Options• Core – on every report, fixed • Options – added to report based on user’s selections:
columns & totals
• Filters• Limits input data
• Medium• Web page, paper, excel, pivot table, PDF file, lists,
graphs, etc
• Measures• Changes the core - unusual
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May, 2004 Page 43 William (Bill) Myers
IBI Sample - ggorder2.fex
• As Installed• Units by Product• For one date
• Agile Modification• Add &sort1• Standard front-end• Add dollar value
» Immaterial to agile
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May, 2004 Page 44 William (Bill) Myers
Core & Option - Web Page
• Shows total sales of each product by state & sales rep• Checking no boxes: one number only
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May, 2004 Page 45 William (Bill) Myers
Agile ggorder2.fex
• Core only
• Boxes checked• None
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May, 2004 Page 46 William (Bill) Myers
Agile ggorder2.fex
• Same fex• No changes
• Boxes checked• Vendor Name• Product
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May, 2004 Page 47 William (Bill) Myers
Agile ggorder2.fex
• Same fex• No changes
• Boxes checked• Product
– Totals
• Store Name
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May, 2004 Page 48 William (Bill) Myers
Agile ggorder2.fex• Same fex
• No changes
• Boxes checked– State, City,
Store Name (totals), Vendor Name, Product
• Options– 362,889 formats
– ONE program
– Risks managed
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May, 2004 Page 49 William (Bill) Myers
Agile Reporting – Core & Options
• Core– Units Ordered
• Options– State– Contact– Product– Package
– Totals on: Contact, State
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May, 2004 Page 50 William (Bill) Myers
Core & Option Executive Demo• IBI Sales Prototype
• Used Production databases• Not standard IBI demo
» Specs and Core & Option HTML were supplied
• 4 Days development• Clear to all
• Reports• Simple list – Volumes & Dollars (agile core & option)• Delta – Change since yesterday (agile core & option)• Complex Delta – Changes of averages• 3-D Graphs• Pies with drill downs
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May, 2004 Page 51 William (Bill) Myers
Exclusions
• Power not demonstrated• Combined databases• Reporting Cubes• Scheduling & Mailing• Super-user interface
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May, 2004 Page 52 William (Bill) Myers
Risk Mitigation
• End-User reporting
– Normal recommendation
– Risks
– Mitigation for average user
– Super-users
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May, 2004 Page 53 William (Bill) Myers
Normal Reporting Recommendation
• Reporting is simple, use…– MS Access– Excel– Pivot Tables– WebFocus– Crystal Reports– Etc
• Training– Help– Manuals– Limited classes
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May, 2004 Page 54 William (Bill) Myers
Risks
• Complexity– Database structure– Queries
• All tests against production databases– Overload servers & network
• Over-reporting– Double counting data
• Under-reporting– Not including data
Deal Price
Deal Price
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May, 2004 Page 55 William (Bill) Myers
Mitigation• Target the skill sets
– Developers• Handle complexity• Insure accuracy• Insure efficiency• Identify possible options• Set up “Core & Option” reports
– End Users• Decide on core & options during development• Test during development• Understand the results
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May, 2004 Page 56 William (Bill) Myers
Products & Languages
• Effort• Easy• Varying levels of difficulty
– Brute force –vs- fits vendor’s product well
• Power• Is agile• Appears to be agile• Partly agile• Beware of pretty –vs- power
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May, 2004 Page 57 William (Bill) Myers
Regular File Structure - WebFocus
Pre-load ( fex )
GetCore & Options
( HTML )
Report ( fex )
Report Caster ( fex )
VariablesLists
OptionsFilters
Output Medium
Pre-setOptions, FiltersOutput Medium
Menu Item ( fex )
Pre-setOptions, FiltersOutput Medium
HTMLPDFExcel
Files
Standard Reporting ProgramRelationships
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May, 2004 Page 58 William (Bill) Myers
Core & Option Structure - WebFocus
• Build JavaScrips• Options & Template• Options – SQL database• Template & Fields – text file
• Hidden Fields fairly static
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May, 2004 Page 59 William (Bill) Myers
Report ( fex )
DEFINE FILE TRADES
Cost/P12.2CB = VOLUME * Price;
Value/P12.2 = VOLUME * STRIKE_PRICE;
Net/P12.2 = Value - Cost;
END
TABLE FILE TRADES
SUM VOLUME AS 'Volume'
Cost
Value
&sort1-* ***** add other BY statements here *****
END
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May, 2004 Page 60 William (Bill) Myers
The End( References )
• http://www.agilealliance.org - Agile Alliance
• http://www.jimhighsmith.com - Agile overview
• http://alistair.cockburn.us/crystal - Crystal
• http://www.controlchaos.com/Scrumo.htm - Scrum
• http://www.dsdm.org - DSDM
• http://www.poppendieck.com - LEAN
• http://www.leanconstruction.org - LEAN
• http://www.santafe.edu - Complex Adaptive
• http://www.featuredrivendevelopment.com - FDD• http://www.nebulon.com/fdd - FDD• http://www.extremeprogramming.org - EX (Extreme)• http://www.objectmentor.com/home - EX (Extreme)
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May, 2004 Page 61 William (Bill) Myers
Agile Manifesto (1)Follow these principles for Developing Software:
• Satisfy customerswith valuable software
• The highest priority is to satisfy the customer through early and continuous delivery of valuable software.
• Welcome change requests at any time • Making changes quickly can be a competitive
advantage• Welcome changing requirements, even late in
development. Agile processes harness change for the customer's competitive advantage.
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May, 2004 Page 62 William (Bill) Myers
Agile Manifesto (2)Follow these principles for Developing Software:
• Deliver working software frequently • Don’t let people suffer• Deliver working software frequently, from a couple
of weeks to a couple of months, with a preference to the shorter timescale.
• Daily Contact • Customers & developers• Avoid intermediaries• Business people and developers must work
together daily throughout the project.
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May, 2004 Page 63 William (Bill) Myers
Agile Manifesto (3)Follow these principles for Developing Software:
• Use Champions• Build projects around motivated individuals. Give
them the environment and support they need, and trust them to get the job done.
• Team Communication • Avoid long or large meetings• The most efficient and effective method of
conveying information to and within a development team is face-to-face conversation.
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May, 2004 Page 64 William (Bill) Myers
Agile Manifesto (4)Follow these principles for Developing Software:
• Working software is primary measure• Models, documentation, use cases do not count• Working software is the primary measure of
progress
• Maintain a constant pace indefinitely• No Death Marches • Agile processes promote sustainable development.
The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
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May, 2004 Page 65 William (Bill) Myers
Agile Manifesto (5)Follow these principles for Developing Software:
• Quality enhances agility• Late and post-implementation changes easier• Continuous attention to technical excellence and
good design enhances agility.
• Self-organizing teams increase quality• Volunteers produce better results• Members look out for and help each other• The best architectures, requirements, and
designs emerge from self-organizing teams.
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May, 2004 Page 66 William (Bill) Myers
Agile Manifesto (6)Follow these principles for Developing Software:
• Simplicity• Do less – get more• The art of maximizing the amount of work not
done -- is essential.
• Teams self-correct • Not continuously – will drive people nuts• At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts its behavior accordingly.
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May, 2004 Page 67 William (Bill) Myers
File Naming Standards - WebFocus
• Application prefix + Name + Suffix– Drilldown can be called from many reports– Name is first report written
• Program field names – UpperLower_Case
Function Program Name Suffix
Pre-load Scr_Status_h.fex hGet Core & Options Scr_Status.htm
Report Scr_Status.fex
Drill Down Scr_Status_dr1.fex dr(+)Report Caster Scr_Status_c1.fex c(+)
Menu Item Scr_Status_m1.fex m(+)